Brian Marshall Email & Phone Number

Toronto, Canada Area

Calgary, Canada Area

General Manager and Owner’s Senior Project Manager responsible for all aspects of project execution of the $1.677 Billion (CAD 2014) International Facility Project. The International Facility consists of a 186,000m2, 25 gate Trans-border/International Terminal Building, and associated Apron, access and egress roadways, and ancillary facilities. The project had an original approved budget for management, design and construction of $1.275 Billion (CAD 2014). By December 2013 the project was significantly behind schedule, trending to be significantly over budget and required extensive design modifications to meet the business needs of the Owner. Brian assumed control of the project in February 2014, when construction was approximately 35% complete. Brian re-organized and strengthened the management team, developed systematic, robust management processes, roles and responsibilities and communication & engagement plans to stabilize the project. Brian lead the project through over $400 Million in changes and was a driving force in the coordination of the overlap of construction completion and the ORAT process. Brian lead frequent presentations to the Airport’s Senior Leadership Team and the Board of Directors providing open and transparent status on Cost and Schedule Forecasts, as well as an update of significant risks and associated mitigation plans affecting the project. These meetings served to instill a renewed confidence in the Capital Management. The project achieved the “First Flight” date and was completed $15 Million below the revised targets established in July 2014.

Chile

Owner’s Project Manager responsible for all aspects of project execution for the $2.5 Billion (USD 2011) Chile side of the Pascua–Lama Project. On the Chile side, the Owner acted as the Design Manager, with multiple design contracts, and as Construction Manager, with multiple prime General Contracts. The site was at 5,200m above sea level in the Andes, and included the construction of a 220 KV transmission line, access and internal road development, camp re-development, water management system for the rock dump, a mine service complex for the open pit mine fleet, Ore Crushing Facility, and underground development and conveying systems to deliver the crushed ore to Argentina. The project was approved in April 2009 and by January 2011 had deviated significantly from the approved execution plan, was significantly over budget and behind schedule.Brian joined the project in January 2011, as a Senior member of the team replacing the original project management organization. Brian re-organized and strengthened the management team, re-defined management processes and roles & responsibilities to stabilize the project. Reorganization also included development of a revised execution plan, including terminating non-performing Contractors and procurement of construction services necessary to complete the project. This new plan required a major expansion to the camp facilities to be executed concurrently with the construction of permanent facilities. Project re-organization also included more frequent disclosure of the project status and recovery plans including Cost and Schedule Forecasts, as well as significant risks and associated mitigation.

Toronto, Canada

Manager responsible for overview of the construction planning and execution for the $10 Billion (USD 2008) new capital project portfolio. This portfolio included both projects under construction and planning and support for new project studies. Responsibilities included working with the capital project teams to ensure overall construction execution success. Project locations include Dominican Republic, Chile, Argentina, Tanzania, Pakistan and Alaska. Accountability for all new construction and project planning for new projects from the feasibility and through the execution phases of the project. Support and Stewardship to the site teams during execution.

Miami, Florida

Area Manager representing the Construction Manager for the South Terminal Development. The project included an $840 Million (USD 2004), 170,000m2 Terminal facility with 14 new gates on Concourse J, and 13 gates on the renovated Concourse H. The project also included the associated apron and access and egress roads. Brian joined the management team 2 years after the start of construction to provide critical management expertise of the General and Specialty Contractors including enforcement of contract requirements, change management, risk identification and mitigation as well as construction claims analysis, negotiation and resolution. Brian lead frequent presentations to the Airport’s Senior Leadership Team providing open and transparent status on Cost and Schedule Forecasts, as well as significant risks and associated mitigation plans affecting the “First Flight” date.

Toronto, Canada

Senior representative of the Program Management team responsible for Design and Construction, and member of the Senior Leadership Team providing the Owner with guidance on the management of the $4.4 Billion (CAD 1998) Airport Development Project. Brian provided expertise on contracting and staging planning, constructability reviews, change management, risk identification, analysis and mitigation, construction claim mitigation and where necessary, construction claims analysis, negotiation and resolution for the projects listed below. Brian also assisted in the commissioning planning and ORAT process for the Terminal.The $500 Million (CAD 1998) Airside Development Project included an additional CAT3 runway and associated taxiways, a 12-pad central de-icing facility, redevelopment of the single taxiway along the apron perimeter to a dual taxiway system including twin 0.66m ф aviation fuel lines, upgrades to the airfield power distribution systems, and many ancillary projects. The $2.2 Billion (CAD 1998) Terminal Development Project included the staged development of a 24-gate 483,000m2 terminal building and associated apron. This facility was constructed surrounding the existing operating terminal building. After Stage I, and the demolition of the original Terminal One, Stage II of the development added an additional 82,200m2 and 38 additional gates, including two gates equipped for the A380. The $500 Million (CAD 1998) Landside Development Project included the design and staged construction a system of surface and elevated access and egress roads and all associated underground utilities servicing the new terminal development. These access and egress roads and associated utilities incrementally replaced the operational roadway system servicing the existing terminal complex. The project also involved the upgrade of an existing operational four lane divided highway into a ten-lane highway containing a core & collector lane system.